A MODEL FOR DEVELOPING SPECIAL INNOVATIVE COMPETENCIES OF AN ENTERPRISE MANAGER: AN ADMINISTRATIVE AND LEGAL STUDY

Abstract

The article examines the model of development of special innovative competencies of the head of the enterprise as a subject of administrative law. It is emphasized that during the development of models and mechanisms for the development of the competence potential of enterprise management, based on the theory of bounded rationality and the concept of reflective environments of innovative development, it is necessary to take into account the following important circumstances. First of all, it is necessary to eliminate the obvious conflict between the basic postulate of the concept of innovative development of the subject of management activity and the principle of unity of leadership, which places on the "authority bearer" the full responsibility for the adoption and implementation of management decisions. In everyday practice, the manager decides on his own who to admit to the collegial discussion of situations and the preparation of solutions, and who not. He personally evaluates the proposed options and selects those of them that, in his opinion, deserve attention and more detailed processing. The manager forms the final decision and establishes the procedure for its implementation. Secondly, the mechanism of preparation and decision-making used today is based on the traditional system of communications (meetings, negotiations, exchange of information, coordination, etc.). In practice, the coordination of the decision itself is a critical factor, so even the most correct decisions often do not keep up with the dynamics of the development of situations. Thirdly, individual abilities for reflective activity directly depend on the competence of a specific employee, so not all employees of the enterprise are suitable for this purpose. Preliminary selection of potential actors of group reflection is required. Fourth, the effectiveness of group reflexivity critically depends on the technologies of team interaction. Teamwork skills are one of the important universal competencies that must be purposefully formed and developed. It will not be able to "automatically" appear following a change in the management paradigm. Fifth, the ability to work in a modern information environment is an actual competence and a mandatory requirement for an employee who claims to be included in the specified group. This competence can be quickly formed and developed to the required level thanks to the availability of modern computer technologies. It is noted that the mechanism of the manager's multi-actor management activity should be based on the following principles: reasonable expansion of the representation of the company's employees. It means that all persons who, based on their status, experience, knowledge and skills, can contribute to the analysis of critical situations and the preparation of management decisions should be allowed to reflect on production situations; free and equal access to the company's internal information online. Access to "secret" information is regulated separately; free communication and exchange of information, mainly online (given the modern realities of life); free access to external network resources (Internet, etc.); encouraging initiatives. Any employee of the enterprise (team) has the right to formulate initiative proposals and submit them for discussion. The decision on support (refusal) is taken collegially, by rating voting; formation of a status group of persons who have powerful or special powers. This group of persons should have privileges in the procedures of group reflection clearly determined by their status. This will make it possible to harmonize the implementation of the principle of personal responsibility and the freedom of group reflection; mode 24/365. Ensures uninterrupted round-the-clock functioning, analysis and response of the head of the enterprise to modern challenges of economic development.